In this course, you will learn best practices for selecting, recruiting, and onboarding talent. You will also learn about the key approaches to measuring performance and evaluating your employees. In addition, you will learn how to develop and coach your talent so that they can realize their full potential at work. Altogether, you will gain a thorough understanding of the complete cycle of managing talent and creating a robust talent pipeline for your team and organization.
Managing and developing talent is one of the top 3 issues on the minds of CEOs from around the world. In fact, CEOs cite managing and developing their leadership talent as the issue that is most important to the future success of their business but that their organizations are least capable of addressing effectively. This course will provide you with the insights, frameworks and tools to effectively manage and develop talent in your teams and organizations.

LR

Very useful, especially as I became recently a people-manager. It gives you the "ingredients" and lots of theory, but in a way that is applicable, to try and get the best out of people

HV

Apr 27, 2016

Filled StarFilled StarFilled StarFilled StarFilled Star

I had no previous experience in the area and after this course i feel like i can actually support others in their development plans. I highly recommend this course to everyone.

From the lesson

Developing and Coaching Your People

As a leader, it is essential that you develop, coach and prepare your team for success. When you help your team members learn and grow, their motivation and engagement increases, their performance improves, and they become more committed to the team. In this module, you will learn how to develop and coach your people to realize their potential and improve their performance.

Taught By

Scott DeRue, Ph.D.

Maxim Sytch, Ph.D.

Cheri Alexander

Chief Innovation Officer and Executive Director Corporate Learning

Transcript

The main way we develop talent at Menlo is to try and keep people roughly outside of their area of deep expertise. Which is an interesting strategy. Most companies want to hire you and have you hit the ground running. And you should have these perfect skills for exactly what we're looking for so that we don't have to invest a dime in you. And we can just take advantage everything you've learned in the past. We take exactly the opposite strategy. We're willing to place bets on people, that they can learn new things. If you have a deep talent, we will pair you with somebody else who needs your deep talent. So your deep talent isn't to take advantage of it and just exploit it. Your deep talent is to teach it to somebody else. So that both of you grow just a little bit. But by having you operate outside of your area of expertise, to pair with other experts and learn from them, you get to develop your own talent. So after a few weeks of pairing and repairing and all of these different combinations in the team, the entire team grows by an inch every week. And this is a fascinating experiment in sort of human learning systems. Because now we're not just simply glomming onto people for what they have learned in the past. What they've experienced in the past, but now can be aspirational. What kind of things do I wanna learn? What kind of things do I wanna grow into? What experiments do I wanna run with me? What areas can I delve into? And so we'll see at people volunteering to move into areas they have very little experience in, because they know there will be a willing teacher there to pull them along.

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